1CMMI® - SVC© Rajesh Naik, 2010
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Rajesh NaikFounding Partner
QAI India Limited
®CMMI and CMM are registered trademark of Carnegie Mellon University
CMMI®-SVC for Service ExcellenceMumbai
September 28, 2010
2CMMI® - SVC© Rajesh Naik, 2010
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Agenda
• CMMI® -SVC Context
• CMMI® -SVC Framework
• CMMI® -SVC Process Areas
• CMMI® -SVC and ITIL®
• CMMI® -SVC and COPC®
• CMMI® -SVC and CMMI-DEV®
• Questions?
3CMMI® - SVC© Rajesh Naik, 2010
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What is CMMI®-SVC
� CMMI®-SVC is a set of best practices that help service organizations
to:
� Design the service
� Deploy and deliver the service
� Manage the service
� Retire and replace the service with a new one
� Has commonalities with other models� Like CMMI®-DEV, ITIL®, eSCM, CobiT etc.
� Usable by any service provider � BPO, IT Infra, Testing, Hotels, Hospitals, Travel, etc.
4CMMI® - SVC© Rajesh Naik, 2010
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What is a Service as per CMMI®-SVC
• Services are useful, intangible and typically non-storable
results delivered through the operation of a service system.
• A service is • delivered through a service system
• integrated by combining multiple components
• that satisfies service requirements
• Service system consisting of multiple components � Processes & work products
� Tools & facilities
� Human resources
� Consumable items
5CMMI® - SVC© Rajesh Naik, 2010
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Where can CMMI®-SVC be Used?
6CMMI® - SVC© Rajesh Naik, 2010
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CMMI® - SVC Structure
5 MaturityLevels
1:Initial
24 ProcessAreas
1:Managed1:ManagedService Delivery
GoalsGoalsSpecific
Goals
SpecificPractices
Generic Goals & Practices for
Institutionalization
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CMMI®-SVC Maturity Levels
Initial (1)
Managed
(2)
Defined (3)
QuantitativelyManaged (4)
Optimizing (5)
Disciplined process
Standard, consistent process
Predictable process
Continual quantitativeprocess improvement
Improvementinstitutionalized
© Software Engineering Institute
Process is informal, ad hoc and chaotic
Basic Project Management, Support, ServiceEstablishment & Delivery practices areInstitutionalized
Service providers embed tenets ofproject management and Servicesbest practices and institutionalize
Establish quantitative objectives for quality & processes performance management
8CMMI® - SVC© Rajesh Naik, 2010
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CMMI®-SVC Process Areas
Organizational Training
Organizational Process Definition
Organizational Process Focus
Organizational Process Performance
Project Monitoring and Control
Project Planning
Requirements Management
Supplier Agreement Management
Capacity and Availability Management
Integrated Project Management
Risk Management
Service Continuity
Quantitative Project Management
Service Delivery
Incident Resolution and Prevention
Service System Development
Service System Transition
Strategic Service Management
Organizational Innovation & Deployment
Configuration Management
Process & Product QA
Measurement & Analysis
Decision Analysis & Resolution
Causal Analysis & Resolution
Service Establishment
& DeliveryProject Management Process Management Support
2
3
4
5
2
3
4
5
Process Area Categories
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CMMI® - SVC Process Area Categories
Service Establishment & Delivery
Project or Work Management
ProcessManagementSupport
Let us understandthe process areas
and their inter-relationships
10CMMI® - SVC© Rajesh Naik, 2010
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CMMI®-SVC Process Areas
To deliver a new (or modified) service,we develop a service delivery system
DEVELOP AND VALIDATE THE SERVICESYSTEM
Collect service system requirements• Identify stakeholders• Collect needs, expectations, constraints• Develop service system requirements
Design and implement service system components• Select solutions• Design the system• Develop the components• Integrate the system
Verify and validate the components and the system• Plan for V & V• Perform verification and validation
Service System Development (SSD)
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CMMI®-SVC Process Areas
We systematically transition the new (or modified) service system till it goes “live”
Service System Development (SSD)
Service System Transition (SST)
DEPLOY THE NEW/ MODIFIED SERVICESYSTEM
Plan and prepare for the transition
Deploy the system to the delivery environment• Systematically deploy as per transition plan• Manage the deployment (fine-tuning)
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CMMI®-SVC Process Areas
Once the service system goes “live”, we continue to provide the service
MANAGE SERVICE DELIVERY
Establish service agreement
Ensure preparation for service delivery
Deliver services aligned to agreements
Service System Development (SSD)
Service System Transition (SST)
Service Delivery (SD)
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CMMI®-SVC Process Areas
Service System Development (SSD)
Service System Transition (SST)
Service Delivery (SD)
RESOLVE AND PREVENT INCIDENTSTHAT IMPACT SERVICE DELIVERY
Records incidents (events that negatively impact service delivery)
Manage immediate corrective actions
Reduce occurrence of selected incident types by addressing causes
Incident Resolution & Prevention (IRP)
In the “live” system we watch out for unwanted problems in delivery,
take immediate and long term actions
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CMMI®-SVC Process Areas
Service System Development (SSD)
Service System Transition (SST)
Service Delivery (SD)
Incident Resolution & Prevention (IRP)
Strategic Service Management (STSM)
Periodically, we evaluate strategic needs and plans to establish and maintain
standard services
ALIGN SERVICES WITH STRATEGIC NEEDS &PLANS
Gather and analyze strategic needs
Understand services with respect to strategic needs
Define standard service description, properties and services levels
15CMMI® - SVC© Rajesh Naik, 2010
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CMMI®-SVC Process Areas
Service System Development (SSD)
Service System Transition (SST)
Service Delivery (SD)
Incident Resolution & Prevention (IRP)
Strategic Service Management (STSM)
These form the Process Areas of
Service Establishment & Delivery
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CMMI®-SVC Process Areas
SSD SST
STSM
SD
IRP
Service Establishment & Delivery
Project or Work Management
ProcessManagementSupport
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CMMI®-SVC Process AreasRequirements and changes to
requirements of the service / project aremanaged
MANAGE REQUIRMENTS OF THE PROJECT/ SERVICE
Understand and commit to the requirements
Manage changes to requirements and Maintain alignment
Maintain traceability
Requirements Management (REQM)
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CMMI®-SVC Process Areas
Projects and services are planned andmonitored
PLAN AND MONITOR THE PROJECT /SERVICE
Define delivery strategy, lifecycle, and WBS
Estimate work attributes, effort and cost
Establish budgets and schedules
Plan for skills, resources and stakeholders
Obtain commitment to the plan
Monitor actual performance
Review progress
Manage corrective actions
Project or WorkPlanning
(PP or WP)
Project or WorkMonitoring and Control
(PMC or WMC)
Requirements Management (REQM)
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CMMI®-SVC Process Areas
Suppliers to the project/ service are managed
Project or WorkPlanning
(PP or WP)
Project or WorkMonitoring and Control
(PMC or WMC)
Requirements Management (REQM)
MANAGE ACQUISITION OF PRODUCTS AND SERVICES FROM SUPPLIERS
Identify and evaluate suppliers
Establish supplier agreements
Monitor supplier agreements
Perform acceptance and integration
Supplier Agreement Management (SAM)
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CMMI®-SVC Process Areas
Risks are identified and managed;Service continuity is ensured
Project or Work Planning(PP or WP)
Project or Work Monitoring and Control(PMC or WMC)
Requirements Management (REQM) Supplier Agreement Management (SAM)
MANAGE SERVICE CONTINUITY AND RISKS
Identify essential services and related resources
Prepare for service continuity
Verify and validate continuity plans
Prepare for risk management
Identify and analyze risks
Mitigate risks and prepare contingency plans
Risk Management(RSKM)
Service Continuity(SCON)
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CMMI®-SVC Process AreasResources availability is
matched with demand to meet service requirements
Project or Work Planning(PP or WP)
Project or Work Monitoring and Control(PMC or WMC)
Requirements Management (REQM) Supplier Agreement Management (SAM)
Risk Management(RSKM)
Service Continuity(SCON)
PLAN AND PROVIDE RESOURCES TOEFFECTIVELY MEET SERVICE REQUIRMENTS
Estimate demand
Estimate resources requirements
Manage capacity and availability to meetResource requirements
Capacity & Availability Management(CAM)
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CMMI®-SVC Process Areas
We now have set up processes related to
Project or Work Management
Project or Work Planning(PP or WP)
Project or Work Monitoring and Control(PMC or WMC)
Requirements Management (REQM) Supplier Agreement Management (SAM)
Risk Management(RSKM)
Service Continuity(SCON)
Capacity & Availability Management(CAM)
23CMMI® - SVC© Rajesh Naik, 2010
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CMMI®-SVC Process Areas
SSD SST
STSM
SD
IRP
PP or WP PMC or WMC
RSKM SCON
REQM SAM
CAM
Service Establishment & Delivery
Project or Work Management
ProcessManagementSupport
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CMMI®-SVC Process Areas
Process & Product Quality Assurance(PPQA)
Configuration Management(CM)
Measurement & Analysis(M & A)
PROVIDE BASIC SUPPORT TO SERVICE SETUP,SERVICE DELIVERY AND MANAGEMENTSetup measurement systems to provide MIS• Identify objectives• Define measures, data capture, validation &
storage• Collect, analyze and report measurements
MAINTAIN INTEGRITY OF WORK-PRODUCTS• Setup identification, storage and base-lining• Establish baselines• Manage changes to work-products• Verify integrity of baselines
ENSURE PROCESS & PRODUCT COMPLIANCE• Evaluate product and product compliance to
standards and procedures• Track non-compliances to closure
MIS, configuration management and quality assurance are established
to support service delivery & management
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CMMI®-SVC Process Areas
Decision Analysis & Resolution (DAR)TAKE IMPORTANT DECISIONS IN A SYSTEMATICMANNER
Identify alternatives
Identify evaluation criteria
Involve all stakeholders
Evaluate alternatives based on criteria
Document the decision
Teams take important decisions(technical, managerial) in a systematic
manner
Process & Product Quality Assurance(PPQA)
Configuration Management(CM)
Measurement & Analysis(M & A)
26CMMI® - SVC© Rajesh Naik, 2010
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CMMI®-SVC Process Areas
We now have set up processes to
service delivery and management
Support
Decision Analysis & Resolution (DAR)
Process & Product Quality Assurance(PPQA)
Configuration Management(CM)
Measurement & Analysis(M & A)
27CMMI® - SVC© Rajesh Naik, 2010
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CMMI®-SVC Process Areas
SSD SST
STSM
SD
IRP
PP or WP PMC or WMC
RSKM SCON
REQM SAM
CAM
Service Establishment & Delivery
Project or Work Management
ProcessManagementSupport
PPQA
CM
DAR
M & A
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CMMI®-SVC Process AreasIn parallel, we set-up organizational
standard processes & training, to reduceduplication of effort in each service
project
SET UP ORGANIZATIONAL PROCESS/ TRAININGSTANDARDS
Identify processes to standardize
Define and rollout processes in a plannedmanner
Create repository of best practices, lessonslearnt
Create standards for work environment
Create and roll-out standardized training
Organizational Process Focus&
Organizational Process Definition(OPF & OPD)
Organizational Training(OT)
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CMMI®-SVC Process AreasOnce we have the standard processes,all new projects and services try to adhere
standards, and tailor only wherenecessary
Organizational Process Focus&
Organizational Process Definition(OPF & OPD)
Organizational Training(OT)
INTERGRATE WORK/ PROJECTWITH STANDARDS
At Service Design & Re-design• Use standard processes• Use standard work environment• Use standard training• Use standard templates• Tailor only when necessary
Plan and monitor projects and services in a consistent manner
Use lessons learnt, risks and continuityplans of others
Do capacity planning as per organizational standards (or a explicitly tailored version)
Manage suppliers consistently
Manage requirements/ changes consistently
Contribute back to the repository for use byothers
Integrated Project or WorkManagement(IPM or IWM)
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CMMI®-SVC Process AreasWe have now set up
For use in projects/ services
Organizational Process Focus&
Organizational Process Definition(OPF & OPD)
Organizational Training(OT)
Integrated Project or WorkManagement(IPM or IWM)
Process Management
31CMMI® - SVC© Rajesh Naik, 2010
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IPM or WPM
CMMI®-SVC Process Areas
SSD SST
STSM
SD
IRP
OPF&
OPD
OT
PP or WP PMC or WMC
RSKM SCON
REQM SAM
CAM
PPQA
CM
DAR
M & A
Service Establishment & Delivery
Project or Work Management
ProcessManagementSupport
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CMMI®-SVC Process Areas
• At this stage,• We have standard processes and common training programs
• Service delivery and projects use the standard processes (or explicitly tailored versions)
• Measures are used to monitor service delivery and projects
• Process compliance is ensured
• Large scale, obvious process improvements are carried out
• The processes are now reasonably stable, and there are
measures available to refine and improve these processes
in a controlled manner
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CMMI®-SVC Process Areas
Organizational ProcessPerformance
(OPP)
OBTAIN A STATISTICAL/ QUANTITATIVEUNDERSTANDING OF THE ORGANIZATIONALPROCESSES
What can one expect from each of theorganizational processes?(Process Performance Baselines)
• What is the expected performance• What is the variability in the performance?
What happens when these processes combine?(Process Performance Models)
• What are the results that can be expectedwhen the processes are combined?
• Can I predict the performance of a service/ engagement based statistical models
We are now ready for doingstatistical and quantitative management of processes
34CMMI® - SVC© Rajesh Naik, 2010
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CMMI®-SVC Process Areas
Organizational ProcessPerformance
(OPP)
And we also applystatistical and quantitative
management to service delivery
and projects
Quantitative Project or WorkManagement
(QPM or QWM)
STATISTICALLY / QUANTITATIVELYMANAGE THE PROJECT/ WORK
Set out quantitative objectives
Assemble the components of projects or workthat provide confidence in achieving the objectives, using the
• Process Performance Baselines &• Process Performance Models
Identify and select critical processes/ sub-processes for intense control
Control the processes/ sub-processes usingstatistical/ quantitative techniques
Continuously control, predict and re-assemble tomaximize probability of success
35CMMI® - SVC© Rajesh Naik, 2010
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Bug Fix – ML4/ ML5 Example
Accept/
RejectQueueQueue
New ticket
Analyze Fix Review
TestRegressionDeliveryClose
Queue Queue
QueueQueueQueue
ProficientNoviceNoviceCant DoAnkit
ExpertProficientProficientNoviceRita
ExpertProficientProficientProficientRohit
ExpertExpertExpertExpertSuzy
……TestReviewFixAnalyze
Optimize: SLA Compliance, Bad Fixes, Idle time, Cost, Pending Queues
Input Data: Expected arrival rate, current sub-process performance baselines
Models: Simulations, based on queuing theory
What-if: We change the rules of task assignment? More tickets are expected?
We get one more person in the team? Suzy takes leave for 2 weeks?
We reduce avg. cycle-time of “regressions” sub-process by 10%?
36CMMI® - SVC© Rajesh Naik, 2010
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CMMI®-SVC Process Areas
We approach organizationalprocess improvement withdeep statistical knowledge
of our processes
BASED ON THE UNDERSTANDING OF PROCESS PERFOMANCE
Identify areas/ processes that can impact business goals
Collect, analyze and select incremental and breakthrough proposals
Plan and pilot improvements
Perform organization-wide deployment In a planned manner
Evaluate the actual impact of the actions
Organizational Innovation & Deployment(OID)
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CMMI®-SVC Process Areas
We also improveprocesses by doing root-cause
analysis based on defectsand other problems
BASED ON THE UNDERSTANDING OF PROCESS PERFOMANCE
Quantitatively/ statistically understand the impact of various problems
Identify potential problems to be solved
Analyze causes
Propose actions
Evaluate the potential impact of the proposed actions
Implement actions
Evaluate the actual impact of the actions
Causal Analysis & Resolution(CAR)
Organizational Innovation & Deployment(OID)
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CMMI®-SVC Process Areas
We have now set up
processes
High-Maturity
Causal Analysis & Resolution(CAR)
Organizational Innovation & Deployment(OID)
Organizational ProcessPerformance
(OPP)
Quantitative Project or WorkManagement
(QPM or QWM)
39CMMI® - SVC© Rajesh Naik, 2010
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IPM or WPM
CMMI® - SVC Framework
SSD SST
STSM
SD
IRP
OPF&
OPD
OT
OPP
OID
PP or WP PMC or WMC
RSKM SCON
REQM SAM
QPM or QWM
CAM
PPQA
CM
DAR
CAR
M & A
Service Establishment & Delivery
Project or Work Management
ProcessManagementSupport
High Maturity
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CMMI® - SVC Institutionalization
IPM or WPM
SSD SST
STSM
SD
IRP
OPF&
OPD
OT
OPP
OID
PP or WP PMC or WMC
RSKM SCON
REQM SAM
QPM or QWM
CAM
PPQA
CM
DAR
CAR
M & A
Service Establishment & Delivery
Project or Work Management
ProcessManagement
Support
INSTITUTIONALIZATION
Policies
Improvement Data
Responsibilities
Higher Management Review
Standard Process
Plans
Resources
Training
Control of work-products
Stakeholder Management
Process Monitoring
Compliance Checks
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ITIL® and CMMI®-SVC
• If you have already implemented CMMI® -SVC, ITIL®
provides:• Stronger service strategy related practices
• Robust processes for financial management
• Better customer focus
42CMMI® - SVC© Rajesh Naik, 2010
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ITIL® and CMMI®-SVC
• If you have already implemented ITIL®, CMMI®- SVC
provides:• Stronger / more explicit project management practices
• Guidance on supporting practices related to measurement, QA, formal decision making, organizational training and organizational process management
• High maturity practices for vigorous quantitative and statistical management
• Practices that ensure institutionalization
43CMMI® - SVC© Rajesh Naik, 2010
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ITIL® and CMMI®-SVC
• CMMI®- SVC Appraisal
or
ISO 20K certification?
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Note: PA’s marked as green may still require effort for “transition” to SVC Framework
ITIL®, ISO 20K, CMMI®-SVC
45CMMI® - SVC© Rajesh Naik, 2010
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COPC-2000® CSP Standard Framework Release 4.1
4.1 Client Satisfaction and Dis-
satisfaction
4.2 End-User Satisfaction and
Dis-satisfaction
4.3 Service and Revenue
Performance
4.4 Quality Performance
4.5 Process-Level Efficiency
4.6 Staff Attrition and
Absenteeism
4.7 Achieving Results
4.G.A Asset Efficiency
4.G.B Cost of Poor Quality
(COPQ)
1.1 Statement of Direction
1.2 Management System
Review
1.G.A Planning and
Reviewing Business
Performance
2.1 Implementing New Products, Services, Programs, Clients and Requirements
2.2 Process Control2.3 Problem Solving Process2.4 Transaction Monitoring2.5 Forecasting, Staffing and
Scheduling2.6 CUIKA2.7 End User Privacy2.G.A Managing Transactions at the
Interval Level2.G.B Managing Key Suppliers2.G.C Process Audits2.G.D Data Security2.G.E Contingency Planning2.G.F Data and Information
Availability and Update
3.1 Defining Jobs,Recruiting andHiring
3.2 Training and Development3.3 Verifying Skills and
Knowledge3.4 Staff Performance
Management3.5 Managing Staff Feedback
1.0 Leadership and Planning
2.0 Processes
3.0 People
4.0 PerformanceDriverDriver
EnablersEnablers
GoalGoal
46CMMI® - SVC© Rajesh Naik, 2010
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COPC® and CMMI®-SVC
• If you have already implemented CMMI® -SVC, COPC
provides:• Stronger service strategy related practices
• Better guidance for performance management
• More alignment to the BPO industry and CSPs
• Performance benchmark based certification
47CMMI® - SVC© Rajesh Naik, 2010
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CMMI Constellations
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CMMI® - SVC / DEV
IPM or WPM
SSD SST
STSM
SD
IRP
OPF&
OPD
OT
OPP
OID/OPM
PP or WP PMC or WMC
RSKM SCON
REQM SAM
QPM or QWM
CAM
PPQA
CM
DAR
CAR
M & A
Service Establishment & Delivery
Project or Work Management
ProcessManagement
Support
SVC Process Areas Added
RD Removed
TS Removed
PI Removed
VER Removed
VAL Removed
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CMMI® - DEV/ SVC Impacts
� You may not be able to include “projects” that do not implement
RD, PI or VAL in DEV appraisals in future
� 60-70% of your “projects” may fit better with the SVC model
� May end up with more SVC appraisals than DEV appraisals
Full Life cycle
Only Testing
Only Coding & Testing
Bug Fixes & Minor Enhancements
Production Support
DocumentationBeta Site Management
DEV SVC
Major Enhancements
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Related Issues
� Version 1.3 will be formally released in November 2010 for all three
models (DEV, SVC and ACQ). Appraisals on v1.3 of the models can
start thereafter
� You can continue with appraisals on v1.2 for one year after the
release of v1.3 (i.e, up to October 2011)
� A new version of the appraisal method (SCAMPI v 1.3) will also be
released soon � For some time you can either use SCAMPI v1.2 or SCAMPI v1.3 for
appraisals
� SCAMPI v1.3 expected changes� Removal of the concept of “focus” and “non-focus” projects
� Stricter sampling guidelines for selection of projects for appraisals
� Elimination of distinction between “direct” and “indirect” artifacts
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Questions
52CMMI® - SVC© Rajesh Naik, 2010
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Rajesh NaikConsulting PartnerQAI India Limited
Mobile
+91 9845488767
Website
www.rajeshnaik.com
Also, have a look at the latest “business novel”:
Aligning Ferret: How an Organization MeetsExtraordinary Challenges
By Swapna Kishore & Rajesh Naik
Website: http://www.postscript-impressions.com
Thank You!
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More resources on the subject are available from the creator of this presentation at:
http://www.rajeshnaik.com
© Rajesh Naik, 2010
This work is released under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license. This means you can use it for non-commercial purposes so long as you include the copyright line “© Rajesh Naik, 2010". If you create derivative works using this work, they should also be made available under a similar license. For further information go tohttp://creativecommons.org/licenses/by-nc-sa/3.0/ For uses outside the scope of the license, contact Rajesh Naik at [email protected]
Author: Rajesh NaikConsulting Partner
QAI India Limited
+91 9845488767
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